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TRAINING MODULE IN PROJECT MANAGEMENT (Created by the Institute for Development Management, Botswana for the NGO Institute, STF. (Some materials in this module have been extracted from A Guide
to Project Management Body of Knowledge, 3rd. edition, 2004) What is a project? A temporary endeavor undertaken to create a unique product or service.
The Three Ps Program- operates over the long-term, and is designed to use the organizations resources to impact a specific subject area that is part of an organizations mission to improve public health. Project- has a beginning and end, defined resources, and creates a unique product or service. Process- part of the ongoing operations of the organization; may be introduced or changed over time, but once established, an organizational process operates on a continuous basis without a specified end.
Working definition of project management Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. (Guide to the Project Management Body of Knowledge Project Management Institute 2004)
Project Management in Your Organization What are the current methods of project management in your organization? What project management issues is your organization facing?
Accomplish with shared resources often only available on part-time basis Require cross-functional team work Involve uncertainty and are subject to change during execution Subject to specific deadlines and time and resource constraints Project manager often lacks functional authority over team members Proven Benefits of Project Management Provides clear roles, responsibilities, activities and schedules for team efforts Includes a method for considering the consequences of decreasing or increasing funds, resources, time, or quality Specifies a detailed plan of how to achieve our objectives Assists in the realistic assignments of tasks and responsibilities to team members according to the skills and resources available Gives structure to communicating the progress of projects Allows teams to identify potential problems and take preventive action early Keeps management officers and project stakeholders well-informed and supportive Helps manage pressure for expanding the scope of projects without proper decision criteria and analysis of changes
Diverse Skills Needed for Project Management Planning skillsthe ability to plan the use or organizational resources of time, personnel, budget, facilities, equipment, and supplies to achieve organizational objectives Technical skillsthe specific professional technical skills needed for a project. People skillsthe ability to manage and motivate people who will implement the project activities, communicate effectively with stakeholders, and resolve conflicts and interpersonal problems.
What skills make the best project managers so good? 1. 2. 3. 4. 5. 6. Communication: listening, persuading, negotiating Organizational: planning, goal-setting, analyzing Team building: empathy, motivation, team spirit Leadership: sets example, energetic, vision, delegates, positive attitude Coping: flexibility, creativity, patience, persistence Technical: experience, project knowledge
Where do we begin? Project selection can be a difficult process, especially when there are a large number of potential projects competing for scarce dollars. Some selection methods are highly intuitive; some very political. Others try to add rigor through more scientific selection processes.
Two rules to follow: 1. Make selection process transparent (who is involved, process used) 2. Make criteria used to evaluate projects explicit (spend time defining your criteria clearly) Selection Criteria Matrix: Un-weighted Criteria
Item
Project A Project B Project C
Criteria
Cost
Stakeholder acceptance
Our Winner!!
0
Total: 15
0
Total: 16
0
Total: 15
0
Total: 0
0
Total: 0
Project Agreement
What: A written description that clearly communicates what the project is (and is not) When: Ideally, at the beginning of a project. Also useful to develop one for a project already started. Update it as needed. Why: Establish agreement between project team members and stakeholders about what the project is (and is not) Build team member commitment team should write the charter together Foundation for project planning Helps in managing expectations Communicate project to others
Project Stakeholders 1. Within the team Project manager Team members 2. Within the organization Internal customers Project sponsor Senior managers Functional managers 3. Outside the organization External customers Collaborating organizations Affected organizations Vendors
Stakeholder Acceptance and Success Remember our working definition of project management the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations. Q Quality x x A Acceptance Acceptance of the project results by stakeholders 1-10 = = S Success
Allow 2 hours to half day, depending on complexity or project Recognize that the process and team involvement is as important as document Ensure participation by all team members Use group techniques such as brainstorming and consensus Do not let the project manager dominate the meeting
Project Deliverables Define the measurable, tangible items that must be produced to complete the project When all deliverables are completed the project is complete Usually subject to approval or project manager, sponsor, or customer
Project Quality: Critical Success Factors Factors critical to the success of the project Outcomes or quality requirements If not achieved, will jeopardize success Internal and external factors Stakeholder interests Technical requirements Helps team focus efforts on most important aspects of project
Project Assumptions Factors the team considers to be true, certain, and necessary for a successful project Should be documented and validated that they are true Create a risk to project if they are not true
Quality/Scope how good? Managing the Triple Constraint: Set Priorities Need to discuss with customer and sponsor near startup and agree on priority order. May change over time, but a change is a significant event!
Measurement
Clinical monitoring software must be completed by October 31 of this year to accommodate multi- site start- up.
X X X
Costs for the project must not exceed $1.5 million. Must provide monitoring software that meets specifications for 120 clinics.
Change Management Request for changes to project elements or scope need to be analyzed and approved Impact of changes on project need to be documented Changes that impact project need to be negotiated (they may require more budget, time) Approved changes need to be recorded Tools: Change Request Form Change Log
Youth Media Youth Media Campaign Campaign 1. Develop 1. Develop Media Plan Media Plan 2. Launch 2. Launch Tabloid Youth Tabloid Youth Magazine Magazine
Activities Activities
Tasks Tasks
Select team Select team Audit youth Audit youth media strategies media strategies Write-up 22 year Write-up year media plan media plan Obtain Obtain management management approval of plan approval of plan
3.1 Select 3.1 Select magazine team magazine team 3.2 Bid contract 3.2 Bid contract 3.3 Develop 3.3 Develop samples samples 3.4 Select design 3.4 Select design 3.5 Develop 3.5 Develop content plan content plan 3.6 Develop 3.6 Develop distribution plan distribution plan
Tasks Tasks
1.1 Meet youth organization 1.1 Meet youth organization stakeholders (5 days) stakeholders (5 days) 1.2 Write policy memo (1 day) 1.2 Write policy memo (1 day) 1.3 Select youth board members 1.3 Select youth board members (5 days) (5 days) 1.4 Hold first board meeting (5 1.4 Hold first board meeting (5 days) days)
HIV/AIDS Aw areness Campaing for Youth 1. Establish Youth Advisory Board 1.1 Meet youth organization stakeholders 1.2 W rite policy memo 1.3 Select youth board members 1.4 Hold first board meeting
Work Breakdown Structure Level of WBS detail depends on audience and the scale of intervention Larger intervention = more complex WBS Eliminate any tasks not absolutely necessary Foundation for schedule and staff responsibility assignments
A simple example
Buy food & beverage (90 min) Make food (90 min) Set up tables and chairs (30 min)
Network Diagram Start by writing each task from the WBS on a sheet of paper Create a network diagram that shows how the activities can be implemented step-bystep
Network Diagram
Set up tables and chairs
Clean room
Start Project
Compose menu
Mix beverages
Finish 30
S tart 30
Duration 30 m in
Finish 60
C lean room
S tart 0
Duration 0
Finish 225
Start Project
Begin party!
M ake food
Start 0
Duration 45 m in
Finish 45
S tart 45
Duration 90 m in
Finish 135
C pose om m enu
Finish 165
M beverages ix
Critical Path Analysis Critical path = the longest path from the beginning of the network to the end. If the activities on the critical path are delayed, the project is delayed Critical path activities represent the activities that the project manager has to oversee the closest. Slack or Float = those where there is extra time built into the schedule
Ways to Reduce Project Duration Do activities at the same time instead of in sequence Overlap activities (start the next activity before proceeding one is fully finished) Reduce project scope Change technical approach Add additional resources to crash project activities (make them move faster)
Criteria to Crash Activities Activities on the critical path! Less expensive to crash Less likely to have negative impact on quality Earlier vs. later in the project Longer vs. shorter duration Bottleneck activities Labor intensive low skill Under management control
Why is it so important? Gantt Chart Use the Gantt Chart to Communicate project plan easily to a variety of audiences Update project progress efficiently Monitor task implementation and make adjustments
(1a) Cultural belief vaccine not safe Monthly meetings on immunizations with women's cooperatives Develop curriculum
Assess needs among audience Create content based on assessment Obtain approval for curriculum
31-Jan
4-Feb
Design evaluation
Meet w ith evaluation staff Develop evaluation instrument Test and revise
Schedule meetings
Meet w ith cooperatives' scheduling officer Determine staff availability Schedule meetings at coops
Reporting Progress:
Milestone Chart
Activity key
Milestone
Time elapsed
Week Week Week Week Week Week Week Week 1 2 3 4 5 6 7 8
Monthly education meetings on HIV/AIDS with women's cooperatives Curriculum completed Evaluation plan and tools completed Meetings Scheduled Meetings at Coops Completed
Assign Responsibilities
Tasks
Start Date End Date
Schedule
Wk 10 Wk 11 Wk 12
Responsibilities
Project Status
As of (date)
Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8 Wk 9
Responsible
Participant
Approval
31-Jan
4-Feb
Janna Janna Janna James James Anisa Anisa Brian Brian Sandi Sandi Audrey
Team James James Janna Janna Laurel Laurel Anisa Anisa Janna Janna Staff
Design evaluation
Meet w ith evaluation staff Develop evaluation instrument Test and revise
Complete
Schedule meetings
Meet w ith cooperatives' scheduling officer Determine staff availability Schedule meetings at coops
Complete
Kathy
Milestone
Critical Path
Planned Actual
Activity key
What physical resources do they need to do it? How much will it cost?
Decide on how much, how many, & why? Personnel: professional, administrative, support staff
Facilities: office space, clinics, special requirements Equipment: computers, copiers, fax machines, medical equipment, vehicles Supplies: vaccines, medical supplies, office supplies, petrol Contracts: special services, maintenance, other Travel: who, where, how, length of stay, how many times
Calculate the financial resources needed Physical Resources 1. 2. 3. 4. 5. 6. Personnel Facilities Equipment Supplies Contracts Travel >>>> >>>> >>>> >>>> >>>> >>>>
E tim te s a d
B d e Ite u gt m P rs n e e onl E u mn q ip e t S p lie up s Fc s a ilitie Cn c o tra ts T vl ra e O e th r
A tiv c ity
Financial Resources Salaries, fringe benefits, etc. Rent, mortgage, utilities, etc. Rental, purchase, maintenance Estimate unit cost Estimate annual cost Transportation, lodging, meals, per diem, etc.
Cs ot
A tiv c ity
Po c r je t Ya 1 er
A t ity civ
T ta c s o l ot
T ta o l
May need a variety of formats Level of detail depends on audience When presenting for funding approval include: Budget Summary Detailed Budgets by Program Intervention Budget Justification
Total
Risk Management You have planned your project down to the last detail.what could possibly go wrong??? Quite a lot!
Areas of Risk Schedule (unrealistic) Resources (not available when needed; under qualified people) Budget (when resources are uncertain)
Scope (technical requirements and changes) External Events (policy changes, crises)
Uncertainty = Risk
2. Evaluate the probable causes of each risk 3. Evaluate the importance of each risk by asking: What is the probability that this risk will occur? What would be the impact if the risk should occur? How much control do we have over this risk?
4. For risks with high risk index, create management plan that includes: Preventive plan to prevent the risk from occurring Contingency plan to define what we will do if the risk occurs Trigger point for contingency plan Assign a risk manager for each risk
Risk Management Plan Enter risk scenario (how an event could jeopardize project outcome) Rate probability, impact, and degree of control using rating scale of: 1 = Low 2 = Medium
3 = High Compute risk index using formula: Risk Index = Probability * Impact Control
If possible, enter financial impact. Determine actions to take: Ignore (do nothing) Eliminate (sidestep) Manage For managed risks, indicate mitigations and contingencies and assign risk manager. Log actions taken as they occur.
Probability
Impact
Control
Index
Financial Impact:
Ignore
Eliminate
Manage
Actions Taken
Action:
Date:
Communication Plan Keep stakeholders up to date on project progress Need to write it down in a formal plan and follow it Helps entire team communicate effectively about project Important to define responsibilities Maintain delivery schedule once it is established
Keep Communication Simple The Two-Floor Rule Every stakeholder should receive information at just the right level of detail for them. High-level managers wont want to see all the details of the project. Your team members need to see a great deal more. If your level of reporting is appropriate, and one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away. Communication Requirements Project sponsor and customers are fully aware of state of project All other stakeholders who need to be informed of project progress are receiving adequate information Team members are fully aware of state of project, including any revisions or changes Team members understand their specific assignments and how they fit into the overall project Project team meets on regular basis to discuss accomplishments, status, share new information, and plan near term activities
Communication Plan
Stakeholder
Important issues for this stakeholder Chief Financial Project is Officer completed on budget
Types of How often we Person communication we will communicate responsible will use with them Budget variance Monthly report; milestone chart
Track and manage the project Execute and control Execution and control happen at the same time. Purposes of project control: Finding and resolving problems before they have a negative impact Tracking costs and resources Generating revised plans Maintaining team member commitment
Time
Project Control Day-to-day effort to keep project work on track and according to plan Control based on completed work (not completed % of work) Control data must be built into work processonly data needed! Control data must go to person who does the work Control of a complex process through breaking down levels of control Control system must focus on response, otherwise it is ineffective
Control vs. People Projects are managed through people Control applied to project plan, not to people People require participative management and use of soft skills
Three Kinds of Project Reviews Project status reviews Project design reviews Project process reviews
Three basic questions: 1. What is the actual status of the project? 1. If a difference between actual and planned exists, what caused it? 1. What should be done about it? Open Task Reports Use subset of project plan listed tasks that were required for the period Add tasks for next period (time between project meetings) Using open task report, get status of every task that should have been completed since last meeting Use entire team to identify issues and make plan to resolve them write it down!
Open Task Reports Project period: Tasks Due Person Plan start Plan finish Status/Actions
Budget Variance:
Develop a system of budget monitoring and reporting (monthly and/or quarterly) Include schedule and responsibility for budget reporting tasks in Gantt Chart
Project Budget Variance Analysis Time Period: ________________________ Budget Item Planned Budget Actual Expenditures Budget Variance (Actual Planned)
Total
Project Design Reviews Applies only to projects in which a new product or process is being designed Does it meet agreed upon specifications? Is it customer or user friendly? Can we produce/maintain it? Are product specifications still appropriate? Does it meet the needs? Focus is on how the team is doing the project work What part of our work process is going well? Does everyone have what they need? Are we working well as a team? Are stakeholders involved and satisfied? What do we want to improve?
Be structured to increase team cohesion Keep the team fully informed of new developments about sources external to team Ensure the team works together to decide necessary changes Help the entire team share responsibility for meeting all of the project objectives Be evaluated periodically by participants to make sure they are effective and meeting the project needs
Change Management Request for changes to project elements or scope need to be analyzed and approved Impact of changes on project need to be documented Changes that impact project need to be negotiated (they may require more budget, time) Approved changes need to be recorded Tools: Change Request Form Change Log
Principles of Effective Project Control Always have an updated plan Hold regular project control meetings Have team members regularly report progress Ensure team members are accountable to each other Correct small deviations as they occur Focus on team problem-solving Types of Projects Difficult to Control Large projects with complex communications Geographically dispersed projects Projects requiring high technical standards Long duration projects with personnel turnover Projects with multiple subcontractors
Five Essential Elements Function to be controlled Control standard Control authority Control mechanism
Variance indication
Post-project Review Critical process for learning from organizational experience Important to document knowledge gained for others who come later Important time for self-reflection and analysis after the project
Close-out Activities 1. Project review and feedback from customers and sponsors 2. Team analysis of project process and ideas for improvements 3. Create final close-out report